Psychometric profiles are standardized questionnaires designed by psychologists to measure mental performance and personality.
They are used in recruitment to help determine the likely on-the-job performance of a candidate. They are also used in leadership development to help both build on leaders strengths and manage their weakness.
This from Harvard Business Review:
“When used correctly, cognitive and personality tests can increase the chances that new employees will succeed. Since the cost of a bad hire is widely estimated to be at least one year’s pay, there are huge incentives for organizations to get hiring right”.
However, they (rightly) go on to talk about the importance of using the right tool in the right way. The foundation of this is getting clear on what you really want in a candidate or leader, there is no point matching a profile to a need, if the need is not clear. Get in touch and we can talk about this in more depth:
We are certified/registered to use two evidence-based psychometric tools, Hogans Inventories and Selector Insight.
Hogan’s tools are focused on personality and reputation (how others are likely to see the person). This tool is a more complex, deeper look at personalty, whereas Selector is covers more factors in less depth i.e. personality, preferences and ability. We tend to use Hogan’s for Leadership Development and Selector Insight for recruitment. Although selector has other more in depth tools and Hogan’s can also be used for recruitment so there is no one size fits all, this is just how it usually pans out with our specific clients.
We have been using this tool in recruitment for over 10 years and found it a very good fit and a good balance of affordability, with reasonable breadth and effectiveness.
Selector insight covers a range of factors including:
- Personal Style – including self-confidence, openness to new ideas, extroversion, competitiveness and teamwork.
- Ideal Working Environment – describes in practical terms the candidate’s preference for autonomy, interaction, complexity and numerous other job characteristics.
- Ideal Job – orders candidate’s job preferences from the most to the least desirable. This helps to clarify whether the role will suit their interests and requirements.
- Resilience – measures a candidate’s typical reactions to pressure and stress and compares that with the average reaction across several factors, including: anxiety, withdrawal, distraction, and physical reactions to stress.
- Ability Measure – a candidate’s verbal, numerical, logical and overall reasoning abilities.
These insight from the Hogans inventories help us understand the consistent ways a person is likely interact with the world, both in good times and bad. The tools are based on robust and extensive research, world wide over decades.
Three surveys cover three different components, namely:
- The Bright Side: How the person is likely to behave under normal circumstances
- The Dark Side: Insight into potential derailing tendencies. i.e. how the person is likely to behave when tired, stressed, or bored. Put another way – at the times they are not actively managing their reputation.
- Preferences and Motivations: what things are key to the person’s work and life satisfaction.
We charge $275 (excluding GST) per profile. This includes: administering the profile; the full written report; a 15 minute brief with Claire on the needs of the role; and a 30 minute debrief on our findings within the profile to the hiring manager.
Costs depend on the debrief process and the exact report chosen. However loosely costs for profiles (for the three surveys above), reports and in-person in-depth debrief by Dr Rachel, range from $650 to $1300 per leader.
What’s our Why here?
When we restarted the business after Dr Rachel’s time away studying, we had a long list of things we could deliver, things we had a solid track record in delivering. But this time we really want to hone in on employee wellbeing, because of the link between this and individual and hence organisational performance, which ultimately has to be the point to any consulting/coaching endeavor.
So it might seem that we could drop our recruitment and profiling services. We actually nearly did, and then we discussed it (in some depth, we like to discuss things) and we realized that so very often getting the right person in the right role was foundation to employee wellbeing and hence performance. Profiling in leadership development was a no-brainer as leaders who are working the closest to their best (which profiling supports) are going to have better wellbeing than those in the wrong environment/job/culture.